Change management: the key ideas

Transcription

1 Change management: the key ideas

2 This presentation is partial, one-sided and may contain opinions.

3 #1 Change management is a mongrel

4 Project management Organisational psychology Learning and development Communications theory and practice

5 Interdisciplinary way of thinking Each discipline used to inspire and inform the other Projects Psychology Learning Integrated way of thinking Support disciplines used to inform the key discipline Project management Measurement Planning E.g. Change Management Potential for creative solutions and a dynamic understanding of the behaviours you can see E.g. Project management Depth of focus and a detailed understanding of the things you can count

6 Gantt Chart invented 1917

7 Henry Gantt Mechanical Engineer

8 Gantt Chart invented 1917

9 Critical Path Method (CPM) invented 1957

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11 Critical Path Method (CPM) invented 1957

12 Program Evaluation Review Technique(PERT) developed by engineers at the US Department of Defence

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14 Program Evaluation Review Technique(PERT) developed by engineers at the US Department of Defence

15 Waterfall Method invented 1970

16 Winston Royce software engineer at Lockheed

17 Waterfall Method invented 1970

18 Interdisciplinary way of thinking Each discipline used to inspire and inform the other Projects Psychology Learning Integrated way of thinking Support disciplines used to inform the key discipline Project management Measurement Planning E.g. Change Management Potential for creative solutions and dynamic understanding of reality based on behaviours you can see E.g. Project management Depth of focus and detailed understanding of reality based on things you can count

19 #1 Change management is a mongrel

20 #2 Psychology matters (and it helps if you re an outsider) Kurt Lewin Frederick Herzberg Edgar Schein

21 Edgar Schein I had earned my doctorate under I had earned my doctorate under the auspices of the US Army Clinical Psychology Programme, so I had to pay back that education by serving three years in the army. This turned out to be a piece of luck.

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24 Refuse to learn the new situation Head down, go with the flow Decide to learn the new situation 10% 80% 10%

25 Survival anxiety The feeling that the current position is not sustainable and that there are negative consequences in not changing Learning anxiety The feeling of incompetence whilst trying to learn or improve a new skill and the psychological discomfort cause by accepting that your previous beliefs were mistaken

26 It may seem far-fetched that I would compare the coercive persuasion that happened in Korean prison camps with a leader s attempts to institute a major change programme. But if that leader is serious about changing the company s fundamental assumptions and values, then he should expect levels of anxiety and resistance comparable to those we saw in the POW camps. Edgar Schein Harvard Business Review, 2002

27 #1 Change management is a mongrel #2 Psychology matters (and it helps if you re an outsider)

28 #3 Models are useful a model is not

29 John Kotter Eight step model Establish a sense of urgency Create a guiding coalition Develop a vision and strategy Communicate the vision Empower employees for broad-based action Generate short-term wins Consolidate gains and produce more change Anchor new approaches in the culture

30 Kurt Lewin Three step process Unfreeze Clearly define current situation Create a vision of the desired end state Identify the forces driving and resisting change Change A plan is followed to implement the changes People are involved and a safe learning environment is maintained Leading figures role model the change Refreeze Work practices become new habits New ways of thinking become conventional wisdom Reward behaviours and results that are aligned with the change

31 Peter Senge Systems thinking

32 Bullock and Batten Four step process Exploration Planning Actions Integration Verifying need for change Acquiring resources Complete diagnosis Write plan Sign off plan Execute actions Feedback mechanism for replanning Align change with rest of organisation Formalise change

33 Bridges - Transition Model Endings I let go of something, usually by first realising that I am holding it Describe the change in very clear terms Do not dismiss any concerns as trivial Tell people what will not change Identify the reasons why the current situation cannot continue Neutral zone the in-between time when I feel disorientated, different and begin to experiment Think of this as a journey a vision of the destination is important and you ll be living out of a suitcase Plan social events to bring people together a journey can be lonely Provide guidance travel agents have helpline numbers and ways for people to revise arrangements New beginnings I commit to a new kind of future, a risk that I recognise and accept Aim for early visible successes Symbolise the shift with highly visible leadership actions and group events Celebrate key milestones particularly the journey s end!

34 Nadler and Tushman - Congruence

35 Beckhard and Harris Change Formula C=DVF>X C = Change (i.e. the amount of change possible) D = Dissatisfaction with the status quo V = Vision for a better future F = Feasible first steps towards that vision i.e. change resources X = The cost of the change including financial, goodwill, reputational etc.

36 Carnall Praxis Framework

37 Stacey and Shaw complex response process The change cannot ultimately be controlled by any one person or group Three dynamics: Formal and informal relationships Conscious unconscious impact Legitimate shadow Skillful communication and an intelligent understanding of how much tension and conflict is required for change to emerge naturally

38 Model Kotter 8 step Lewin 3 step Senge systems thinking Bullock and Batten 4 steps Machine metaphor Political system metaphor Organism metaphor Flux and transformation metaphor Bridges transition Nadler and Tushman Congruence Beckhard and Harris Change formula Carnall Praxis Framework Stacey and Shaw complex response

39 #1 Change management is a mongrel #2 Psychology matters (and it helps if you re an outsider) #3 Models are useful a model is not

40 #1 Change management is a mongrel #2 Psychology matters (and it helps if you re an outsider) #3 Models are useful a model is not

41 #1 Change management is a mongrel #2 Psychology matters (and it helps if you re an outsider) #3 Models are useful a model is not Seeing change management as essentially interdisciplinary is fundamental to positioning it on projects so that it doesn t get in the way of project management and brings maximum benefit. Change management at its most sophisticated delves into psychology complex changes need this (but are all changes complex? Do they need to be? Change managers must avoid becoming ideological and think like doctors making a diagnosis and recommending a treatment

42 #1 Change management is a mongrel #2 Psychology matters (and it helps if you re an outsider) #3 Models are useful a model is not Seeing change management as essentially interdisciplinary is fundamental to positioning it on projects so that it doesn t get in the way of project management and brings maximum benefit Change management at its most sophisticated delves into psychology complex changes need this (but are all changes complex? Do they need to be?) Change managers must avoid becoming ideological and think like doctors making a diagnosis and recommending a treatment

43 #1 Change management is a mongrel #2 Psychology matters (and it helps if you re an outsider) #3 Models are useful a model is not Seeing change management as essentially interdisciplinary is fundamental to positioning it on projects so that it doesn t get in the way of project management and brings maximum benefit Change management at its most sophisticated delves into psychology complex changes need this (but are all changes complex? Do they need to be? Change managers must avoid becoming ideological and think like doctors, making a diagnosis and recommending a treatment.

44 #4 The future is ours to write and predict (wrongly)

45 1. Change management and agile project management will increasingly converge Change management

46 2. Change management is going to professionalise further

47 3. There will be a increasing shift towards using of organic metaphor and flux and transformation change models

48 4. Change management will draw on behavioural economics as a way of establishing its value separate to project and programmes

49 Louis Aylward Ignite Consulting Project challenge - stall 116/118 change agent training offer Blog - Twitter